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EJ (Ted) Lister, Managing Director, STO Navigator

Ted Lister began his career in electrical design before trading electrons and protons for ones and zeros. It was 1992; Ted was red-lining drawings—after commissioning a billion-dollar gas plant—using red colored pencils on A1 paper. It wasn’t long before he discovered the value of computer programs to accomplish this task. He was hooked.

As the years followed, Ted pursued a career in large-scale, complex industry projects, which required large amounts of data to plan, schedule and execute. As he worked with engineering firms to develop software solutions, he realized the process methodology—similar to that of hydrocarbon processes—was plagued with leaks (a.k.a. spreadsheets). To make matters worse, users were often not trained in data integrity, resulting in ones and zeros leaking from the data pipeline (a.k.a. business process methodology).

Do not miss the opportunity to learn from an experienced physical asset management guru and entertaining speaker.

VIDEO

SESSION

Preventing Leaks in Your Data Pipeline
Keynote
EJ (Ted) Lister, Managing Director, STO Navigator

Data is either created (manually by an Operator) or captured (automatically by a program). And in the world of physical asset management, both methods are employed.

These are feedstock, so to speak, channeled into business process pipelines where ones and zeros are manipulated, analyzed, extracted, and deployed (like immune cells in your bloodstream) to control a more vital process—the process of hydrocarbon conversion, or the process of work management, resource management, contact management, or any number of processes, systems, or strategies which ensure your organization is operating within the constraints of its operating permits and shareholders’ expectations.

Unfortunately, many organizations fail to realize the value of ones and zeros when it comes to controlling their hard (physical) and soft (business) processes, resulting in high risk, high cost, inefficient business operations.

Despite the deployment of expensive ERP systems, many organizations fail to contain their data in their methodology pipeline. Instead, they allow data to be extracted like syrup from a maple tree, to be spread [sheet] over pancake practices.